Sales Manager

Scott Wightman

**** ********* *** *********: 330-***-****

Hudson, Ohio 44236 Cell: 330-***-****

Email: ********@***.***

GENERAL MANAGEMENT, OPERATIONS, MARKETING AND ACQUISITIONS EXECUTIVE

PROFILE

Successful president, general manager, marketing executive, plant manager

and acquisitions leader with specialty chemicals, materials (ceramics,

polymers, metals) and high volume packaging/assembly experience, serving

Industrial, Lighting, Transportation, Construction, Automotive and Printing

industries. High energy, change agent who brings a fresh perspective,

superior intellect and work ethic, hands-on approach and continuous

improvement focus, generating top line growth, profit gains and

turnarounds.

General Management and Operations Leadership Qualifications:

P&L management, turnarounds International negotiations and

Acquisitions & joint ventures business development

Continuous improvement, Lean, MRP New differentiated products, quality

Multi-plant, union, non-union improvement and market share gains

operations Specialty chemicals, lighting,

Strategic planning & implementation automotive, glass, printing,

of tactics for $500+ million adhesives, abrasives, tapes & formed

businesses rubber products experience

PROFESSIONAL Experience

MIRKA ABRASIVES USA, Cleveland, Ohio 3/2008-

3/2010

Sales, marketing and logistics subsidiary, serving a $200 million coated

abrasives and tools manufacturer headquartered in Finland.

President

Full P&L responsibility for a highly profitable $40 million company

supplying coated abrasives

and sanding tools to auto body repair and industrial customers, selling

against market

leaders, 3M and Saint Gobain(Norton), and Asian importers. Sales were

achieved through a direct sales force of 40, supported by 500+ industrial

and automotive distributors.

. Managed throughout challenging business conditions of 2008-09,

stopping the sales decline in 2008, and gaining market share against

industry leaders, 3M and Saint Gobain. Operating costs were lowered by

$2.3 million/year (20% savings) and inventory cut by $3.8 million

(40%), maintaining exceptional profitability and positive cash flow.

. Replaced strong, former 25-year president and a longtime sales

manager, bringing a focus on teamwork, ISO business practices,

improved communication and cooperation with the parent company.

. Influenced management at parent company, using product maps and

competitive product testing, to encourage needed product improvements

and product line extensions.

. Began restructuring the sales force from 40 high cost, senior sales

people, to a mix of junior and senior people, while also increasing

reliance on a few high quality sales rep

groups. A joint selling effort with Intertape to create a broader

product offering to

more closely match 3M and Saint Gobain was initiated successfully.

Scott Wightman - Page 2

GENERAL ELECTRIC, Cleveland, Ohio 5/2005-3/2008

A $150+ billion global conglomerate. The $2.5 billion Lighting Business is

a global leader in high speed, leading edge manufacturing practices and

materials processing.

Manufacturing Manager - Specialty Chemicals & Special Pack

Incorporated

Responsible for leadership of two plants, with 500+ employees,

producing $30 million of high value, specialty chemicals and $160

million in point-of-purchase (POP) displays and re-packing of imported

product for major retail accounts, like WalMart, Home Depot and Lowes.

. Drove over $3 million in lean manufacturing savings managing the re-

packaging /distribution operation, exceeding expectations and winning

an award for the best labor productivity gains of the 60 plants in the

Consumer & Industrial businesses in GE.

. Added direct shipping/distribution capabilities to the display

operation in support of a major roll-out to Home Depot, successfully

building and shipping displays to 1,600 stores, without missing a

single re-set, to delight the customer.

. Added specialty green phosphor capability to the chemicals operation

and sourced chemical intermediates of commodity phosphors from China,

simplifying that process.

The combined impact of the two actions saved nearly $1.0 million per

year.

ADCO PRODUCTS, Michigan Center, Michigan 2/2000-11/2004

President

Full P&L responsibility for a multi-plant, $80 million specialty chemical

company producing adhesives, sealants, tapes and formed rubber products,

serving as the growth platform for a private equity firm (Aurora

Capital). Developed and drove successful turnaround strategy.

. Added $25 million in profitable new business through new products and

value added selling into broader markets within transportation and

construction/industrial.

. Tripled automotive sales to $25 million with further growth potential,

restoring tier-1 status at Chrysler and GM, through patented

technology involving heat expandable, sound dampening, sealants and

recycle of automotive paint overspray into sealants.

A Daimler-Chrysler corporate award was presented to ADCO in Germany by

their CEO.

. Initiated a joint venture with ITW adding $2+ million in highly

profitable sales.

. Drove lean enterprise practices throughout the business resulting in

$1.7 million per year in cost savings, plus $3.8 million of inventory

reduction.

GENCORP, Decorative & Building Products Division (D&BP) Akron, Ohio

1996-2000

A $2.0 billion, diversified manufacturer. D&BP comprised businesses

totaling $400 million in sales of printed films and paper used in

wallcovering, upholstery, roofing and laminates.

General Manager of Commercial Wallcoverings 1999-2000

Full P&L responsibility for a highly profitable $90 million commercial

wallcovering business.

. Led the transition from regional to national distributors, negotiating

agreements and positioning two of the five brands for excellent

growth.

Director of Global Business Development 1996-1999

Led strategic planning, major capital projects and acquisition planning

for all five D&BP

division businesses. Division operating profit was doubled from $28 to

$56 million.

. Led successful acquisitions activities, including three acquisitions

and a joint venture with operations in Thailand and China, increasing

sales by $250 million, and adding significant manufacturing and market

presence in Europe and Asia.

Scott Wightman

- Page 3

FLINT INK CORPORATION, Ann Arbor, Michigan 1993-1996

A family owned, $1.0+ billion, global manufacturer of printing inks,

colorants and coatings.

Vice President of Marketing & Sales

Initiated formation of a corporate marketing group charged with strategic

planning, sales support, advertising and support of acquisition

activities totaling $400 million.

. Supported $400 million in acquisitions resulting in tripling of

profits, through strategy development, financial analysis, Board

presentations and integration activities. Prepared a division for

divestiture and led acquisition of a $15 million South American

distributor.

. Sales support included development of PC-based, consultive selling

aids and leading a $5 million sales effort of a Flint-operated ink

recycling plant within the customer's facility.

. Initiated new product development and business platform for digital

printing inks.

. Increased usage of Flint manufactured pigments, raising profits by

$700,000 per year.

GENERAL ELECTRIC, Cleveland, Ohio 1981-1993

A $150+ billion global conglomerate. The $2.5 billion Lighting Business is

a global leader in high speed, leading edge manufacturing practices and

materials processing.

Plant Manager - Logan, OH Glass Plant 1990-1993

Quarterbacked turnaround of a plant with 250 employees, producing $100

million in glass

tubing, via employee involvement in problem solving and a hands-on

management style.

. Identified and drove desperately needed, cost effective 25% capacity

gains through productivity. Negating the need for costly expansion of

another plant, saving $25 million.

. Improved manufacturing and quality metrics, greatly improving

productivity and inter-company relations at a GE-Toshiba joint venture,

producing lamps for export to Japan.

Product General Manager - Miniature Lamps 1988-1990

Managed all aspects of a $120 million. multi-plant miniature lamp

business supplying automotive OEM's and other demanding industrial

customers.

. Achieved market share gains ( +15% ) and the first price increases in

five years, increasing return on sales by 10% ( $ 12 million / year

improvement ).

. Led business turnaround by spearheading development of new products and

negotiating multi-year sales contracts and quality criteria with Ford,

GM and Japanese transplants.

Manager - Technical Marketing & Product Service 1985-1988

. Provided sales training and product demonstrations, promoting product

value and features, and resolved customer complaints in a timely and

equitable manner.

. Provided field sales and customer inputs as part of the $1.5 billion

Incandescent Product Team.

Operations & Engineering Manager - Tungsten Products 1981-1985

. Led total process rationalization(TORA), resulting in cost, cycle

time and quality gains.

. Extensive dealings and negotiations with Min Metals and the Chinese

government

Education

MS, Materials Science / Engineering, Case Western Reserve University,

Cleveland, OH

MBA, Marketing and Finance, Cleveland State University, Cleveland, OH

BS, Chemical Engineering, Carnegie-Mellon University, Pittsburgh, PA

Compensation history and references available upon request.

Contact this candidate